Wire Products generally includes Nails wire, Reinforcing wire, U type wire, Stainless steel wire, Black Annealed Wire, Galvanized Wire, PVC Coated Steel Wire And so on a series of products.
Nails wire also known as hard drawn wire, finds most in uses in nail making or weaving of wire mesh products.
Reinforcing wire usually uses for producing reinforcing wire mesh. It can be in coils or cut as 6m length.
U type wire material is low carton steel, Q235 or Q195.
Stainless steel wire uses for weaving of wire mesh, drawing of wire, in manufacturing of tie wire, nails and other metal products.
Black Iron Wire is made of high quality low carbon steel wire rod Q195 or Q235. The soft black iron wire comes into the form of coil wire, spool wire, U type wire or cut wire.
Galvanized Wire can be supplied in the form of coil wire, bobbins wire, spool wire, cut wire .
PVC Coated Steel Wire is the most popular plastic for coating wires as it is relatively low in cost, resilient, fire retardant and possesses good insulating properties. Its widely used in animal breeding, forestry protection, aquaculture, park and zoo Fence , the stadium, also used in other applications such as coat hangers and handles.
Wire Products,Galvanized Iron Wire,Pvc Coated Steel Wire,Aluminum Welding Wire Anping Sanxing Wire Mesh Factory , https://www.sanxingwiremesh.com
The essence of the value chain strategy is to become the organizer of the industrial value chain, which is the secret of the success of a century enterprise. The so-called organizer of the value chain is not to have a full value chain, but to effectively organize all aspects of division of labor and collaboration so as to open up the value chain and create and create value for end users. By opening the value chain, the value is continuously created. So, how to become the organizer of the industrial value chain?
In the value chain business, it is important for the coating company to obtain the optimal passing capacity of the value chain. This optimal ability to pass will become the optimal value chain. Therefore, what kind of potential the paint company occupies in this value chain becomes what we have to think about.
The value chain strategy is actually a paint company making a choice among the six modes. This aspect is the choice of values, that is, what kind of company a coating company wants to become. On the other hand, it is a de facto choice, that is, what kind of resource conditions and opportunities exist for paint companies in the existing market structure and economic environment to complete the construction of a certain strategy.
When we talk about the six models of the value chain strategy, we first need to distinguish several concepts:
The first concept is the value chain potential. There are several links in an industrial value chain, some of which are the organizers of the industrial value chain, and others are participants and organizers, that is, one is the leader of the value chain and the other is the participant in the value chain. . This is the starting point. In reality, paint companies are leaders or participants in the industrial value chain. Or from the perspective of future development, the enterprise coatings industry wants to become a leader or wants to be a participant, and different choices of its value chain strategy are different. Therefore, the model of the so-called value chain strategy must be divided into these two states to explain. You are the leader and there are several strategies for this strategy. You are the participant and there are these two strategies. If you want to turn from a participant to a leader, you need to restructure the value chain. All in all, the model of this value chain strategy is related to the potential of paint companies in the value chain, and companies in different positions use different models. Of course, the choice of mode and resource status are also related.
The second concept is that the strategy is dynamic. This means that the strategy is a question that all coating companies must continuously consider, how to do strategic upgrades and how to do strategic transformation.
Upgrade and transformation are two concepts. Upgrading refers to the continuous improvement of the efficiency of the value chain management, continuous improvement, and the value of the value chain is constantly being amplified.
There are two directions to upgrade the value chain. One is to constantly innovate the value of customers. This is in the final analysis to serve the ultimate consumers. The process of production distribution and exchange is ultimately a thrill for goods and money. To create value for consumers, consumers are willing to buy your products and become partners in your value chain. This means that you must continue to innovate around customer value. This is the most important direction of the strategic upgrade, and it is usually the leader of the value chain to do it.
If the paint company can not do this, it can easily be abandoned by the value chain or be defeated by other advantageous value chains. Just as Kodak and Canon are declining in this competitive process, it is because they cannot create the value of customers.
Another direction of the value chain upgrade is to increase the operational efficiency of the value chain. The value chain is the coordination between various links, and this kind of coordination will face the question of whether the efficiency is optimized. If we can find a way to continuously improve the efficiency of the value chain and provide the same or different value with higher efficiency, ie, innovate customer value, then the most efficient person can also win.
Strategic transformation is more about shifting from a participant in a value chain to a leader in a value chain. It turns out that you are joining another person's value chain, or being an organizer of the value chain, and now you have to think of ways to be an organizer. The risk that organizers usually face is the possibility of being abandoned by others at any time. Unless you think in accordance with the model of the value chain strategy, and continue to contribute to the improvement of the efficiency of the value chain, otherwise you can easily become an abandoned person. In addition, the distribution of value obtained by participants in the value chain is small, because the distribution of benefits is led by the leader. Therefore, if some paint companies want to become better paint companies, they can think of ways to change from a participant to a leader.
This is a map built around the value chain strategy. The first step is to understand whether the paint company is a leader or a participant, and then answer whether the future company wants to be a leader or whether it will continue to retain the status of the participants, or whether the paint company has any resource conditions that make you a leader or a participant. Based on this premise, we construct a value chain strategy model and choose from it. Then, we will continue to focus on customer value and improve the efficiency of the entire value chain to make strategic upgrades. It is only possible for coating companies to maintain a continuous growth.
Paint companies should choose strategies in a value chain, choose a certain link, or some link, or all links. This is the choice from the value chain potential to the value chain model. Different paint companies have different value pursuits, different resource statuses, and different strategies. Different strategies will bring about different operating results. For example, in the agricultural industry, the strategy built by COFCO shows that he wants to be a leader in the value chain. The strategy set up by Beijing University of Agriculture and Land Reclamation is even greater. It is to develop in the entire industry chain, and China National Grain Storage, Hualiang Group and Zhongnong The group chooses to be a participant in the value chain, that is, only in one part of the value chain. From this we can see that we must first describe such an industrial value chain, and then make different value chain choices based on the company's pursuit, the starting point of the value chain potential, and the state of resource capabilities.
South Korea’s Samsung made an OEM for Sanyo in Japan. When Sanyo moved from low-end manufacturing to the high-end development of the industry chain and sought to become a leader, it transferred the OEM of the low-end, especially the small black and white color TVs. Samsung. Samsung developed from this process. But what Samsung thinks is: If I can't be a leader, I can hardly achieve sustainable development. Sooner or later, I will be abandoned by the value chain one day, because I am the organizer. So Samsung has been accumulating power and seeking opportunities. As a result, it has caught the key link of the entire industry, that is, in the period of rapid development of the Internet economy and electronics, it has seized the very good opportunity of CDMA from the analog to digital signal transfer process. The strategic transformation was achieved, from the participants to the leader of the value chain, and then to the road of brand development.
For China, the economic transformation we are now facing at the national level is the transition from the participants in the industry's value chain to leaders. For companies, it is only possible to make a transformation in response to the general trend, and it is possible to achieve continuity. growing up. Therefore, the transformation of such a strategy is very necessary. Only by completing such a transformation can companies control their own risks, and they will have more strategic space and gain more value.
The Value Chain Becomes a Key Priority in the Transformation of Coatings Enterprises